Premium
Structure and Culture Change In Two Uk Organisations: A Comparison of Assumptions, Approaches and Outcomes
Author(s) -
Mabey Christopher,
Mallory Geoff
Publication year - 1994
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/j.1748-8583.1994.tb00365.x
Subject(s) - resource (disambiguation) , human resource management , human resources , joint venture , organizational culture , management , sociology , organizational change , business , change management (itsm) , marketing , public relations , political science , economics , business administration , computer science , computer network , lean manufacturing
Christopher Mabey and Geoff Mallory, who are respectively Head of and Research Fellow at the Open University Business School's Centre for Human Resource and Change Management, focus on attempts to modify behaviour and cultivate new competencies through cultural and structural change. They explore these issues, first, theoretically, by reviewing the growing body of relevant literatures and, second, empirically, by analysing two case organisations – the General Motors‐Isuzi joint venture, IBC Vehicles Ltd, and Grampian Health Board – which adopted very different approaches. In both cases, they consider what assumptions underpinned the change processes, what human resource strategies policies were pursued, and what outcomes were apparent.